|Essay type:||Proposal essays|
|Categories:||Communication Human resources|
In most cases, organizations seek to improve their external communication. Of course, it is well understood that with proper external communication companies have a higher probability of making a profit. Much accentuation is put on outside correspondences. Is it true that you are achieving your constituents? It is safe to say that you are successfully passing on the message you need to pass on? It is safe to say that you are influencing change through your message? It is safe to say that you are focusing on your correspondences in the group to energize organizations? While these outer correspondences are basic, it is additionally vital to discuss successfully with those associated with your drive, coalition, association, or program.
Employee engagement is a genuinely new wonder that keeps on the social event the consideration of and usage into associations. Counseling firms and researchers have recognized it with diminishing turnover, expanding investor esteem and as the impetus for beating the opposition. Research has likewise indicated that a key driver of engagement is inward correspondence and associations that viably speak with representatives encounter more elevated amounts of engagement (Baumruk et al., 2006). While counseling firms and research have identified internal communication as a way of improving production in the company, little emphasis has been put on ways to improve internal communication.
The study of internal communication is ostensibly one of the quickest growing zones inside the field of communication, with a 25 to 30 percent growth rate in the previous five years (Donaldson & Eyre, 2000). Research demonstrates that associations are indicating viable inward correspondence as a powerful factor in business achievement. Internal communication is characterized as the "formal and casual communication occurring inside at all levels of an organization" (Holtz, 2004).
Statement of problem
The general purpose is to research ways of improving internal communication in an organization. Specifically, research will be on the management of internal communication, the channels used during internal communication and the measurement of effective internal communication to ensure that all members are involved in communication.
Research question, rationale, and hypothesis
Can an organization have proper internal communication systems where all members are involved?
This study is aimed at finding communication systems that can help improve internal communication within organizations so that all members are on the "same page." While past research has shown communication to positively affect job satisfaction and employee attitudes, it has not explored on internal communication systems that will make all members feel as they are part of the communication. Since internal communication has been shown to affect satisfaction and morale among employees, it should also be a factor to ensure that all members are on the same page.
H1: There is a positive correlation between qualities of communication with employee involvement.
H2: Employees who are satisfied with the channels of communication utilized in their organization feel that they are part of the organization.
H3: Organization that uses both traditional and new channels of communication experience higher employee involvement.
Research on internal communication is cross-disciplinary, and the quantity of accessible definitions mirrors this reality. Internal communication can be named inside showcasing, authoritative correspondence, representative relations administration correspondence, interior media, cross-departmental correspondence, business or corporate correspondence key correspondence or coordinated interior interchanges (Kalla, 2005).
Historically, internal communication was compelled by the accessible spending plan and was frequently restricted to declarations from the administration and the bundling of messages for mass appropriation to workers (Quirke, 2000). Indeed, research attempted in the 1970's demonstrated that administration mistakenly thought the generation of communication was sufficient to prompt real communication and little thought was given to a gathering of people recognition or comprehension of the message itself. Holtz (2004) noticed that, before, organization correspondence, regularly as distributions, comprised of the four B's: birthday events, infants, ladies and knocking down some pins scores. In checked difference, today, the capacity of internal communication incorporates the transmission of authoritative objectives, exercises, new advancements, accomplishments and individual commitments and additionally vital visionary messages (Welch & Jackson, 2007).
Literature traversing the most recent ten years proposes that great inside communication administration is one of the critical strides towards effective and profitable correspondence inside an association (Holtz, 2004). Welch and Jackson (2007) express that internal communication management correspondence administration incorporates "support in correspondence, its bearing and the substance of correspondence" (p.184). Notwithstanding, cooperation and bearing of correspondence is unequivocally impacted by the various leveled structure of the association where "issues of status, power, rank, and essentials regularly cloud the frame also, the substance of upward correspondence" (Silburyte, 2004). Today, associations are embracing compliment more powerful structures which have more comprehensive investment from all levels of the association (Silburyte, 2004) and besides differed content including new advancements, authoritative accomplishments, evaluation discourses and representative parts, noted already in Welch and Jackson's four measurements of internal communication.
Keeping in mind the end goal to set up a reasonable photo of the present circumstance, measurement of internal communication should be conducted by the administration. This is particularly pertinent in associations that have expanded their consumption on inside communication and are confronting the test of associating correspondence results to an association's "primary concern" (Shaw, 2004). The terms 'measure' or 'estimation' go up against an assortment of implications inside the correspondence train. Shaw (2004) recognizes four unique uses for the term 'estimation' inside hierarchical correspondence: (1) estimating representatives with respects to their necessities and inclinations. (2) Estimating the correspondence division and the yields with the coveted result to legitimize the cost of keeping up a correspondence work. (3) Following the correspondence channels and their utilization and ease of use and (4) taking a gander at the substance and whether it has been gotten, comprehended and has provoked activity. Most researchers propose the use of both traditional and new channels of communication in the workplace. Shaw (2004) suggests use of face-to-face meetings, video conferencing, telephone or audio communication and computer-mediated text transfer. Additionally, publication of newsletter has been suggested as the other channel for improving internal communication.
Three methods will be utilized in data collection; survey, interview, and questionnaires. The advantages of the survey are that one can get large samples and is flexible when asking questions. On the other hand survey maybe inflexible where research tries to standardize the survey. Interviews are valid methods of data collection since they are flexible methods of assessment. In one given interview, the researcher can test for knowledge, skills, motivation, abilities, personality, and effectiveness in a single interview. The questionnaire is a valid method since a large number of people can be reached with minimal costs. However, it is limited regarding the choice of response.
Data collection process
Survey questions and questionnaires will be sent to different companies under investigation. Interviews will be done on a face-to-face basis.
Data collection techniques
While applying survey method, Dennis' Communication Climate survey will be used to collect data. The method was designed to conduct inner environment, but in this case, it will be used to understand how the employee perceives their method of internal communication. Questionnaires will be distributed to the various organization (at least 10) to find their systems of internal communication. Interviews will be conducted with employees and administration with the aim of finding how they communicate internally and the channels used.
Data collection instruments
The survey technique will use a five-point scale for questions. The five factors will range from strongly disagree to agree strongly. The scale will be labeled 1 to 5 where I is for strongly disagree, and five is for strongly agree. On the other hand, interviews will utilize semi-structured format. This is where open-ended questions will be used. Furthermore, questionnaires will work for hand on hand with interviews.
Ethical research practice
Ethical measures will highly be taken into account by ensuring confidentiality, informed consent, respecting intellectual and cultural values as well as recognizing social and culturally sensitive issues. Participants will be provided with sheets stating the purpose of the study and what they will be required to do. Finally, the research will be on voluntary basis.
Baumruk, R., Gorman, B., & Gorman, R.E. (2006). Why managers are crucial to increasing engagement. Strategic HR Review, 5(2), 24-27.
Donaldson, A., & Eyre, K. (2000). Using Visual Communication To Drive Change. Strategic Communication Management, 4 (1), 32-35.
Holtz, S. (2004). Corporate conversations: A guide to crafting effective and appropriate internal communication. New York, New York: Amacon.
Kalla, H. (2005). Integrated Internal Communications: A Multidisciplinary Perspective. Corporate Communications: An International Journal, 10 (4), 302-314.
Quirke, B. (2000). Making the Connections: Using Internal Communications to Turn Strategy into Action: Gower Publishing Limited.
Welch, M., & Jackson, P. (2007). Rethinking Internal Communication: A Stakeholder Approach. Corporate Communications: An International Journal, 12 (2), 177-198.
Silburyte, L. (2004). Internal Communication in Organizations Undergoing Change. Management of Organizations: Systematic Research (29), 189-200.
Shaw, K. (2004). Revealing the Fault Lines in Communication Measurement. Strategic Communication Management, 8 (5), 20-23.
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